Date post: | 23-Dec-2015 |
Category: |
Documents |
Upload: | tyler-spencer |
View: | 229 times |
Download: | 0 times |
RAPID Programme Civil Society Partnerships Programme
Civil Society Organizations and Policy Entrepreneurship
Naved ChowdhuryOverseas Development Institute, London
RAPID Programme Civil Society Partnerships Programme
Overseas Development Institute• Britain’s leading development Think
Tank• £8m, 60 researchers• Research / Advice / Public Debate• Rural / Humanitarian / Poverty &
Aid / Economics (HIV, Human rights, Water)
• DFID, Parliament, WB, EC• Civil Society
For more information see: www.odi.org.uk
RAPID Programme Civil Society Partnerships Programme
RAPID Programme• Research
– Desk-based literature reviews• Bridging Research and Policy
• Communications
• Knowledge Management
– GDN project: • 50 preliminary case studies
• Phase II studies (25 projects)
– ODI projects• 4 detailed case studies
• HIV/AIDS
• Advisory work
• Workshops and seminars www.odi.org.uk/rapid
RAPID Programme Civil Society Partnerships Programme
Group work:
•Choose a case study
•Which policies were to be influenced?
•What approach was used to influence policy?
•Discuss success and challenges faced while linking research to policy.
RAPID Programme Civil Society Partnerships Programme
The Opportunity
• The results of household disease surveys informed processes of health service reform which contributed to a 43 and 46 per cent reduction in infant mortality between 2000 and 2003 in two districts in rural Tanzania.
– TEHIP Project
RAPID Programme Civil Society Partnerships Programme
HIV Prevalence in Thailand, Uganda & KwaZulu-Natal: 1990-2000
0%
6%
12%
18%
24%
30%
36%
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000
HIV
Prev
alen
ce
Thailand Kampala, Uganda KwaZulu Natal, South AfricaSource: UNAIDS
RAPID Programme Civil Society Partnerships Programme
When it Works: Attitudes to HIV
“on the education sector it is evident that the project has institutionalised a new attitude towards HIV/AIDS education in primary schools …. Teachers' and pupils' knowledge, attitudes and behaviours have also changed.
Primary School Action for Better Health Project in Kenya (PSABH)
www.odi.org.uk/rapid/Lessons/Case_studies/PSABH.html
RAPID Programme Civil Society Partnerships Programme
When it works best: Aid and Debt
“all the contributors emphasise the importance of researchers forming alliances with civil society.”
- Court and Maxwell, JID Special Issue
RAPID Programme Civil Society Partnerships Programme
Objectives – “maximizing chances”To enable participants to:• better understand latest theory and findings from
around the world on research-policy links;• better understand how policy is made, policy
transfer and styles of policy entrepreneurship;• use evidence more effectively in influencing policy-
making processes;• build stronger connections with other researchers
and practitioners; and• actively participate in policy networks.
RAPID Programme Civil Society Partnerships Programme
Self Introductions
1 minute!• Name • Area of Work• What do you want to get out of this workshop?
RAPID Programme Civil Society Partnerships Programme
Evaluate the results
The linear logical model…Identify the problem
Commission research
Analyse the results
Choose the best option
Establish the policy
Implement the policy
RAPID Programme Civil Society Partnerships Programme
in reality…• “The whole life of policy is a chaos of purposes and
accidents. It is not at all a matter of the rational implementation of the so-called decisions through selected strategies.” 1
• “Most policy research on African agriculture is irrelevant to agricultural and overall economic policy in Africa.” 2
• “CSOs often have very little to bring to the policy table.” 3
• “CSOs, researchers and policymakers seem to live in parallel universes.” 4
1 – Clay & Schaffer (1984)2 – Omamo (2003)3 – CSPP Consultations4 – ODI-AFREPREN Workshop
RAPID Programme Civil Society Partnerships Programme
Key factors for CSO influence (Malawi)
Opposing• Lack of capacity• Lack of local
ownership• Translating data into
evidence• Lack of data• Donor influence• Crises• Political factors
Supporting• Evidence of the value
of CSO involvement • Governments
becoming more interested in CSOs
• CSOs are gaining confidence
• Strength of networks• The media• Political factors
RAPID Programme Civil Society Partnerships Programme
Existing theory1. Linear model2. Percolation model, Weiss3. Tipping point model, Gladwell4. ‘Context, evidence, links’ framework, ODI5. Policy narratives, Roe6. Systems model (NSI)7. External forces, Lindquist8. ‘Room for manoeuvre’, Clay & Schaffer9. ‘Street level bureaucrats’, Lipsky10. Policy as social experiments, Rondinelli11. Policy Streams & Windows, Kingdon12. Disjointed incrementalism, Lindquist13. The ‘tipping point’, Gladwell14. Crisis model, Kuhn15. ‘Framework of possible thought’,
Chomsky16. Variables for Credibility, Beach17. The source is as important as content,
Gladwell
18. Linear model of communication, Shannon
19. Interactive model, 20. Simple and surprising stories,
Communication Theory21. Provide solutions, Marketing Theory I22. Find the right packaging, Marketing II23. Elicit a response, Kottler24. Translation of technology, Volkow25. Epistemic communities26. Policy communities27. Advocacy coalitions etc, Pross28. Negotiation through networks, Sebattier29. Shadow networks, Klickert30. Chains of accountability, Fine31. Communication for social change,
Rockefeller32. Wheels and webs, Chapman & Fisher
www.odi.org.uk/rapid/lessons/theory
X
RAPID Programme Civil Society Partnerships Programme
Existing theory – a short list• Policy narratives, Roe• Systems of Innovation Model, (NSI)• ‘Room for manoeuvre’, Clay & Schaffer• ‘Street level bureaucrats’, Lipsky• Policy as social experiments, Rondene• Policy streams and policy windows, Kingdon• Disjointed Incrementalism, Lindblom• Social Epidemics, Gladwell
• The RAPID Framework
RAPID Programme Civil Society Partnerships Programme
Reality II … Parallel Universes?
• Speed
• Superficiality
• Spin
• Secrecy
• Scientific Ignorance
More at: www.odi.org.uk/RAPID/Meetings/Evidence
Vincent Cable – MP on legislators & use of evidence:
RAPID Programme Civil Society Partnerships Programme
Definitions• Research: “any systematic effort to increase the
stock of knowledge”
• Policy: a “purposive course of action followed by an actor or set of actors”
– Agendas / policy horizons
– Official statements documents
– Patterns of spending
– Implementation processes
– Activities on the ground
RAPID Programme Civil Society Partnerships Programme
Generic Policy Processes
RAPID Programme Civil Society Partnerships Programme
Agendasetting
Problem definition
& analysis
Policy tools
SelectionImplementation Enforcement
Policy evaluation
Public
Scientists
Industry
CSOs
MediaGovernment
Source: Yael Parag
RAPID Programme Civil Society Partnerships Programme
CSOs: Definitions and Functions• Definition: “organizations that work in an arena
between the household, the private sector and the state to negotiate matters of public concern”.
• Functions:
– representation – technical inputs and advocacy– capacity-building – service-delivery – social functions
RAPID Programme Civil Society Partnerships Programme
Types of CSOs• think tanks and research institutes• professional associations• human rights advocacy bodies and other
promotional groups• foundations and other philanthropic bodies• trade unions and workers co-operatives• media/journalist societies• community based organizations• faith based organizations• cross-national policy dialogue groups
RAPID Programme Civil Society Partnerships Programme
CSOs and Pro-poor Policy Influence• Complementing state in providing services• Innovators in service delivery• Advocates with and for the poor• Identifying problems & solutions• Extending our understanding• Providing information• Training and capacity building
RAPID Programme Civil Society Partnerships Programme
Context• “Globalization”• Democratization and liberalization.• In some countries, move from challenging state to
policy engagement.• CSOs increasingly involved in policy processes
(from focus on service delivery). • CSO effectiveness, accountability and legitimacy
involvement is questioned.• Challenge of engaging in a way that does justice to
the evidence.• Southern research capacity has been denuded.
RAPID Programme Civil Society Partnerships Programme
ODI’s CSPP
Through:• Improved understanding how CSOs use
research-based evidence• Strengthened regional capacity to support CSOs• Improved information from ODI• Global collaboration
Aim:
Strengthened role of southern civil society organisations in development policy processes
RAPID Programme Civil Society Partnerships Programme
Global Consultation• Workshops were held in Africa (Southern, Eastern
and West), Asia ( south and South East) and Latin America ( Argentina and Bolivia) and organized in partnership with local CSOs
• Case studies on various issues: Budget Monitoring( Zambia), Community Participation in Waste Management ( Ghana), Rice pricing ( Bangladesh), Public participation ( Indonesia) etc.
• Strong diversity in engagement• Policies strongly driven by internal and external
politics
RAPID Programme Civil Society Partnerships Programme
Key Lessons• Legitimacy and credibility of CSOs are challenged
by the government• Proposals by CSOs should be feasible and
practical• Lack of trust between CSOs and government• CSOs need to understand policy process/context
of policy making• Authentic and up to date information is crucial
RAPID Programme Civil Society Partnerships Programme
The Exercise in the next two days
• Clarify the policy objectives of your work
• Identify the key factors which might hinder or facilitate policy uptake (the RAPID framework)
• Develop a strategy (force-field analysis / SWOT)
• Develop/rework your policy memo
• Identify other activities to enhance uptake
RAPID Programme Civil Society Partnerships Programme
Other models
RAPID Programme Civil Society Partnerships Programme
The Context, Evidence & Links Framework
RAPID Programme Civil Society Partnerships Programme
The CEL Framework
• The Context Evidence & Links Framework
• Examples:– Animal Health Care in Kenya– The PRSP Story
• Q&A
• Group work: applying the framework to your own cases
• More tomorrow
RAPID Programme Civil Society Partnerships Programme
The Analytical FrameworkThe political context – political and economic structures and processes, culture, institutional pressures, incremental vs radical change etc.
The evidence – credibility, the degree it challenges received wisdom, research approaches and methodology, simplicity of the message, how it is packaged etc
External Influences Socio-economic and cultural influences, donor policies etc
The links between policyand research communities – networks, relationships, power, competing discourses, trust, knowledge etc.
RAPID Programme Civil Society Partnerships Programme
Case Studies• Sustainable Livelihoods: The Evolution
of DFID Policy
• The PRSP Initiative: Research in Multilateral Policy Change
• The adoption of Ethical Principles in Humanitarian Aid post Rwanda
• Animal Health Care in Kenya: Evidence fails to influence Policy
• 50 GDN Case Studies: Examples where evidence has or hasn’t influenced policy
RAPID Programme Civil Society Partnerships Programme
Political Context: Key Areas• The macro political context (democracy, governance, media
freedom; academic freedom)
• The sector / issue process (Policy uptake = demand – contestation) [NB Demand: political and societal. Power.]
• How policymakers think (narratives & policy streams)
• Policy implementation and practice (bureaucracies, incentives, street level, room for manoeuvre, participatory approaches)
• Decisive moments in the policy process (policy processes, votes, policy windows and crises)
• Context is crucial, but you can maximize your chances
RAPID Programme Civil Society Partnerships Programme
Evidence: Relevance and credibility• Key factor – did it provide a solution to a problem? • Relevance:
– Topical relevance – What to do? – Operational usefulness – How to do it? :
• Credibility: – Research approach– Of researcher > of evidence itself
• Strenuous advocacy efforts are often needed• Communication
RAPID Programme Civil Society Partnerships Programme
Links: Feedback and Networks• Feedback processes often prominent in
successful cases.• Trust & legitimacy• Networks:
– Epistemic communities– Policy networks– Advocacy coalitions
• The role of individuals: connectors, mavens and salesmen
RAPID Programme Civil Society Partnerships Programme
External Influence
• Big “incentives” can spur evidence-based policy – e.g. PRSP processes.
• And some interesting examples of donors trying new things re. supporting research
• But, we really don’t know whether and how donors can best promote use of evidence in policymaking (credibility vs backlash)
RAPID Programme Civil Society Partnerships Programme
Conclusions• Research is essential but…
• Other work is needed to ensure it contributes to the development and implementation.
• Clear lessons about how are emerging:– Political context is crucial – understand it to
maximize your chances– Figure out what evidence is needed and how to
package it for policy makers– Collaborate with other actors
RAPID Programme Civil Society Partnerships Programme
Civil Society Partnerships Programme
Outcomes:• CSOs better understanding evidence-policy
process• Capacity to support CSOs established• Improved information for CSOs• Global collaboration
Aim: Strengthened role of southern CSOs in development policy processes
http://www.odi.org.uk/cspp/
RAPID Programme Civil Society Partnerships Programme
Activities• Principles of partnerships etc• Mapping of CSO’s and support organisations• Regional Workshops• Research, synthesis and toolkits• Small-scale collaborations (internal)• Small-scale collaborations (external)• Identification of long-term partners• Support (and capacity-building)• Collaboration on global projects
RAPID Programme Civil Society Partnerships Programme
Group WorkUse the CEL Framework to analyse the key factors likely to influence the uptake of your research
RAPID Programme Civil Society Partnerships Programme
Using the Framework
RAPID Programme Civil Society Partnerships Programme
A Practical FrameworkExternal Influences political context
evidencelinks
Campaigning, Lobbying
Politics and Policymaking
Media, Advocacy, Networking Research,
learning & thinking
Scientific information exchange & validation
Policy analysis, & research
RAPID Programme Civil Society Partnerships Programme
Using the framework• The external environment: Who are the key actors?
What is their agenda? How do they influence the political context?
• The political context: Is there political interest in change? Is there room for manoeuvre? How do they perceive the problem?
• The evidence: Is it there? Is it relevant? Is it practically useful? Are the concepts familiar or new? Does it need re-packaging?
• Links: Who are the key individuals? Are there existing networks to use? How best to transfer the information? The media? Campaigns?
RAPID Programme Civil Society Partnerships Programme
What researchers need to doWhat researchers need to know
What researchers need to do
How to do it
Political Context:
Evidence
Links
• Who are the policymakers?• Is there demand for ideas?• What is the policy process?
• What is the current theory?• What are the narratives?• How divergent is it?
• Who are the stakeholders?• What networks exist?• Who are the connectors,
mavens and salesmen?
• Get to know the policymakers.• Identify friends and foes.• Prepare for policy
opportunities. • Look out for policy windows.
• Work with them – seek commissions
• Strategic opportunism – prepare for known events + resources for others
• Establish credibility• Provide practical solutions• Establish legitimacy.• Present clear options• Use familiar narratives.
• Build a reputation• Action-research• Pilot projects to generate
legitimacy• Good communication
• Get to know the others• Work through existing
networks.• Build coalitions.• Build new policy networks.
• Build partnerships.• Identify key networkers,
mavens and salesmen.• Use informal contacts
RAPID Programme Civil Society Partnerships Programme
Animal Health Care in Kenya
Why despite 20 years of convincing evidence of the value of community-based animal health services provided by farmers themselves it is still illegal?
RAPID Programme Civil Society Partnerships Programme
Animal Health Care in Kenya1970s
1980s
1990s
2000s
Professionalisation of Public Services.
Structural Adjustment → collapse.
Paravet projects emerge.
ITDG projects.
Privatisation.
ITDG Paravet network.
Rapid spread in North.
KVB letter (January 1998).
Multistakeholder WSs → new policies.
Still not approved / passed!
RAPID Programme Civil Society Partnerships Programme
Animal Health Kenya - Context1970s
1980s
1990s
2000s
Professionalisation of Public Services.
Structural Adjustment → collapse of services.
Paravet projects emerge.
ITDG projects.
Privatisation.
ITDG Paravet network.
Rapid spread in North.
KVB letter (January 1998).
Multistakeholder WSs → new policies.
Still not approved / passed!
Professionalisation of Public Services.
Structural Adjustment
Privatisation
ITDG Paravet network and change of DVS.
KVB letter (January 1998).
Multistakeholder WSs → new policies.
RAPID Programme Civil Society Partnerships Programme
Animal Health Kenya - Research1970s
1980s
1990s
2000s
Professionalisation of Public Services.
Structural Adjustment → collapse of services.
Paravet projects emerge.
ITDG projects.
Privatisation.
ITDG Paravet network.
Rapid spread in North.
KVB letter (January 1998).
Multistakeholder WSs → new policies.
Still not approved / passed!
Professionalisation of Public Services.
Structural Adjustment
Privatisation
ITDG Paravet network and change of DVS.
KVB letter (January 1998).
Multistakeholder WSs → new policies.
ITDG projects – collaborative action research.
The Hubl Study
International Research
RAPID Programme Civil Society Partnerships Programme
1970s
1980s
1990s
2000s
Professionalisation of Public Services.
Structural Adjustment → collapse of services.
Paravet projects emerge.
ITDG projects.
Privatisation.
ITDG Paravet network.
Rapid spread in North.
KVB letter (January 1998).
Multistakeholder WSs → new policies.
Still not approved / passed!
Professionalisation of Public Services.
Structural Adjustment
Privatisation
ITDG Paravet network and change of DVS.
KVB letter (January 1998).
Multistakeholder WSs → new policies.
ITDG projects – collaborative action research.
International Research
The Hubl StudyDr Kajume
Animal Health Kenya - Links
RAPID Programme Civil Society Partnerships Programme
• Political stagnation, professional protectionism• Practical evidence invisible to policy makers• Powerful individuals, “professional” interests• Timing• A “Tipping Point”• New champions• Collaborative policy-research
Animal Health Kenya - Lessons
RAPID Programme Civil Society Partnerships Programme
The PRSP Story…• The WB & IMF “adopted” PRSPs at
the AGM in Sept. 1999 as the 1o instrument for HIPIC II (and subsequently for all loans)
• Why?• What were the key factors?• What role did “evidence” play in the
process?
RAPID Programme Civil Society Partnerships Programme
PRSPs – Evidence• Long-term academic research informing new
focus on poverty, participation, ownership, aid effectiveness etc
• Applied policy research:– ESAF reviews– HIPC review– SPA Working Groups– NGO research on debt
• Uganda’s PEAP
RAPID Programme Civil Society Partnerships Programme
PRSPs – Political Context• Widespread awareness of a “problem” with
international development policy in late 90s• Failure of SAPs (and Asian financial crisis)• Mounting public pressure for debt relief• Stagnation of Comprehensive Development
Framework idea• Diverging agendas (UK – Poverty, US –
Governance)• WB/IMF Annual General Meeting, Sept 1999
RAPID Programme Civil Society Partnerships Programme
PRSPs – Links• WB, IMF, SPA, Bilaterals, NGOs all involved• Formal and informal networks• “None of the players was more than two
handshakes away from any of the others”
RAPID Programme Civil Society Partnerships Programme
Skills of (pro-poor) policy entrepreneurs
Storytellers
Engineers
Networkers
Fixers
RAPID Programme Civil Society Partnerships Programme
• Please fill up your policy entrepreneurship questionnaire
• The results will be discussed tomorrow
RAPID Programme Civil Society Partnerships Programme
Name 1 43 33 33 41Name 2 38 27 37 48Name 3 32 32 35 51
Average 37 33 38 42
>44 = Low
Day 2: Building policy entrepreneurs
<23 = V. High
<30 = High
RAPID Programme Civil Society Partnerships Programme
Practical ToolsOverarching Tools
- The RAPID Framework - Using the Framework - The Entrepreneurship
Questionnaire
Context Assessment Tools- Stakeholder Analysis - Forcefield Analysis - Writeshops - Policy Mapping - Political Context Mapping Communication Tools
- Communications Strategy- SWOT analysis - Message Design - Making use of the media Research Tools
- Case Studies - Episode Studies - Surveys - Bibliometric Analysis- Focus Group Discussion
Policy Influence Tools- Influence Mapping & Power Mapping - Lobbying and Advocacy - Campaigning: A Simple Guide - Competency self-assessment
RAPID Programme Civil Society Partnerships Programme
Policy Analysis: Methods and tools– Policy Process Mapping– Stakeholder Analysis– Problem Situation Analysis (Tree Analysis)– Force field analysis– Influence mapping– RAPID Framework– Outcome Mapping
RAPID Programme Civil Society Partnerships Programme
Assessing Political Contexts
RAPID Programme Civil Society Partnerships Programme
Mapping Policy Processes
Agendas Formulation Implementation
Central Government
Parliament
Bureaucrats
Civil Society
State Government
Implementation
Civil Society
RAPID Programme Civil Society Partnerships Programme
Political Context Assessment Tool
(e.g. from Middle East)Interests
Extent of Interests of Policymakers
High Medium Low
Public Interests 1 3 6
Personal Interests 5 4 1
Special Interests 6 1 3
• The macro political context • The sector / issue process • Policy implementation and practice• Decisive moments in the policy process• How policymakers think
RAPID Programme Civil Society Partnerships Programme
Forcefield Analysis
• Specific Change
• Identify Forces
• (Identify Priorities)
• (Develop Strategies)
RAPID Programme Civil Society Partnerships Programme
Policy Analysis: Methods and tools
• A. Defining the problem:
– Problem Tree Analysis– Sustainable Livelihoods Analysis– Social Risk Management –Risk and
Vulnerability Analysis– Gaps and Blinders Analysis
RAPID Programme Civil Society Partnerships Programme
Problem Tree Analysis• The first step is to discuss and
agree the problem or issue to be analysed.
• Next the group identify the causes of the focal problem – these become the roots – and then identify the consequences – which become the branches
• The heart of the exercise is the discussion, debate and dialogue that is generated as factors are arranged and re-arranged, often forming sub-dividing roots and branches
RAPID Programme Civil Society Partnerships Programme
Sustainable Livelihoods Approach
RAPID Programme Civil Society Partnerships Programme
Policy Analysis: Methods and tools• B. Constructing policy options:
Establishing evaluating criteria/framework for assessment:
– Good policy checklists– Sustainable Livelihoods Analysis– Gaps and Blinders Analysis– MDGs compliance checklist– Human Rights checklist
RAPID Programme Civil Society Partnerships Programme
Assessing Policies (UK Govt.)
• Impact on outcomes • Access and fairness of policies (groups & regions)• Cost and value for money (eg Cabinet CB)• Scientific evidence to back policy (Euro vs Iraq)• Risks, public health and safety • Legal issues and international agreements• Operational capacity assessment• Regulatory system impact assessment
RAPID Programme Civil Society Partnerships Programme
Policy checklists: Ideal and Reality
Option A Option B Option C
Effectiveness Very Positive Positive No impact
Flexibility Very Positive Positive Positive
Sustainability Positive Positive Negative
Political Feasibility High Medium Low
Administrative Feasibility
High Medium Low
Time Short Medium Long
Cost High Medium Low
RAPID Programme Civil Society Partnerships Programme
Policy Analysis: Methods and tools
• C. Monitoring the implemented policy
– Monitoring and evaluation system?– MDGs compliance?– Responsibilities for specific outcomes as well
as of M&E?– Outcome Mapping– Public Expenditure Tracking
RAPID Programme Civil Society Partnerships Programme
Outcome Mapping• Defines the program's outcomes as
changes in the behaviour of direct partners
• Focuses on how programs facilitate change rather than how they control or cause change
• Recognizes the complexity of development processes together with the contexts in which they occur
• Looks at the logical links between interventions and outcomes, rather than trying to attribute results to any particular intervention
• Locates a program's goals within the context of larger development challenges beyond the reach of the program to encourage and guide the innovation and risk-taking necessary
• Requires the involvement of program staff and partners throughout the planning, monitoring, and evaluation stages
RAPID Programme Civil Society Partnerships Programme
Outcome Mapping: example
Donor Centre
National BT Policy
WHO
National NGO
International NGO
Bi/Multilateral
Inter/National Media
Friends Family
RAPID Programme Civil Society Partnerships Programme
Discussion: Tools for policy influence
• What tools & tricks do you do to promote pro-poor policy?
– Specific examples of things you do – What other actors do?– What seems to work well?
RAPID Programme Civil Society Partnerships Programme
Group work:
• Go back to your group
• Use Force field analysis and SWOT analysis to identify strategies to improve policy impact in of the issue discussed in the case study
RAPID Programme Civil Society Partnerships Programme
Advocacy Rules
(Or how to influence people to make changes ....)
RAPID Programme Civil Society Partnerships Programme
What are the changes you are trying to bring about?
• Use the problem tree or some other tool to identify problems, impact of the problem and root causes
• Specific, Measurable, Achievable, Realistic, Time-Bound (SMART) objectives
RAPID Programme Civil Society Partnerships Programme
Who are you advocating / communicating to?
Who needs to make these changes?
Who has the power?
What is their stance on the issue?
Awareness, Knowledge, Attitude, Behaviour
Targets and influence
Mapping where decisions happen
Analyse the outcome and then decide.
RAPID Programme Civil Society Partnerships Programme
Who are you working together with?
1. Who do you need to work with?
2. Identify your ‘niche’ (SWOT)
3. Stakeholder Mapping
4. Structures for collaborative working
5. Skills needed in teams
6. Benefits and pitfalls of collaborations
RAPID Programme Civil Society Partnerships Programme
Why do you want to make the changes?
Why should things change (or what is the evidence to support your case?)
How to make sure that the evidence is credible and ‘legitimate’?
The evidence : accurate, credible, well researched, authoritative…
What the target audience wants to hear....
RAPID Programme Civil Society Partnerships Programme
Advocacy Statement
A concise and persuasive statement that captures what you want to
achieve, why, how and by when?
Should ‘communicate’ with your target audience and prompt action
Think about language, content, packaging, and timing
Persuasive
RAPID Programme Civil Society Partnerships Programme
How will you communicate your messages & evidence?
How to target and access information?
Who is a trusted and credible messenger?
What is the most appropriate medium?
How will you package your information?
Role of the media
RAPID Programme Civil Society Partnerships Programme
Where and when to advocate / communicate?
Creating opportunities (campaigns, public mobilisation, formal and informal lobbying etc.)
Influencing existing agendas
Piggybacking on other agendas
RAPID Programme Civil Society Partnerships Programme
Communications strategy
• Identify the audience(s)
• Identify the message(s)
• Promotion
• Evaluate impact and
change as necessary
• Clear Strategy – Interactive – Multiple formats
How?
Who?
What?
RAPID Programme Civil Society Partnerships Programme
Communication Toolkit for Researchers and CSOs• Why Communicate? (To inspire, inform and learn).• African agriculture Researchers have failed identify the
problems facing policymakers ( Omamao 2003).• Each stakeholder has different communication needs,
information is accessed by them differently, need research results in different times and different formats (Mortimer et al 2003).
• Communication capacity – is a long term process• How to improve communication of research to
policymakers, to other researchers and the end users ( i.e NGOs, CBOs, etc).
• Communication tools
RAPID Programme Civil Society Partnerships Programme
Communicating Research: Important themes
• Approach communication as systematic issue
• Improve the condition for communicating research
• Facilitate different levels of engagement
• Invest in communication
RAPID Programme Civil Society Partnerships Programme
Communication Tools
• Planning (Stakeholder Analysis, problem Tree Analysis, Social Network Analysis etc)
• Packaging ( Story telling, Persuasion etc.)
• Targeting (Writing Policy Papers, Lobbying, etc)
• Monitoring (Most Significant Change, Outcome Mapping, etc)
RAPID Programme Civil Society Partnerships Programme
Different Roles
RAPID Programme Civil Society Partnerships Programme
Planning: Stakeholder Analysis• Clarify the policy change
objective• Identify all the stakeholders
associated with this objective• Organise the stakeholders in
the matrice according to interest and power
• Develop strategy to engage with different stakeholders
Keep Satisfied
Engage Closely and Influence Actively
Monitor (minimum effort)
Keep Informed
High
Power
Low
Low HighInterest
RAPID Programme Civil Society Partnerships Programme
Planning: Social Network Analysis• Focus on structure of
relationships• Nodes and links between
nodes• Nodes: people, groups
and organizations, etc.• Links: social contacts,
exchange of information, political influence, membership in org etc
• Social processes influence organizations and vice versa
RAPID Programme Civil Society Partnerships Programme
Planning: Problem Tree Analysis• The first step is to discuss and
agree the problem or issue to be analysed.
• Next the group identify the causes of the focal problem – these become the roots – and then identify the consequences – which become the branches
• The heart of the exercise is the discussion, debate and dialogue that is generated as factors are arranged and re-arranged, often forming sub-dividing roots and branches
RAPID Programme Civil Society Partnerships Programme
Packaging: Story telling• Narratives: identify and enhance learning
episodes, explore values and inspire for change. • Good Stories: need to include human interest
element, tell it from the point of view of someone who is directly involved.
• Springboard Stories: Catalyse changes, capture attention and stimulate imaginations
• Tell a story of CWA work in Asia..
RAPID Programme Civil Society Partnerships Programme
Packaging: Persuasion
• Separate people from problem,
• Focus on interests, not positions
• Invent options for mutual gain, and
• Insist on using objective criteria.
• Manage human emotion separately from the practical problem
• Highlight the human need to feel heard, understood, respected and valued.
RAPID Programme Civil Society Partnerships Programme
Targeting: Writing Effective Policy Papers Providing a solution to a policy problem
• The policy community• The policy process• Structural elements of a paper
– Problem description– Policy options– Conclusion
• Key issues: Problem oriented, targeted, multidisciplinary, applied, clear, jargon-free.
[Source: Young and Quinn, 2002]
RAPID Programme Civil Society Partnerships Programme
Targeting: Lobbying• Be an authority on the subject• Include all group in the work• Be positive in your approach• Be aware of the agenda and language on
the government in power• Identify and target politicians• Time your input• Use the Media to lobby
RAPID Programme Civil Society Partnerships Programme
Monitoring: Most significant Change• Collection of significant change (SC) stories
from the field level• Defining the domains of change • Defining the reporting period • Collecting SC stories• Selecting the most significant of the stories• Feeding back the results of the selection
process • Verification of stories• Quantification and Secondary analysis
RAPID Programme Civil Society Partnerships Programme
Monitoring: Outcome Mapping• Defines the program's outcomes as
changes in the behaviour of direct partners
• Focuses on how programs facilitate change rather than how they control or cause change
• Recognizes the complexity of development processes together with the contexts in which they occur
• Looks at the logical links between interventions and outcomes, rather than trying to attribute results to any particular intervention
• Locates a program's goals within the context of larger development challenges beyond the reach of the program to encourage and guide the innovation and risk-taking necessary
• Requires the involvement of program staff and partners throughout the planning, monitoring, and evaluation stages
RAPID Programme Civil Society Partnerships Programme
• Divide in Groups
• Discuss the main advocacy issues for CEF.
• And how these issues should be communicated to the stakeholders.
RAPID Programme Civil Society Partnerships Programme
How to write a Communication/Advocacy Strategy
• Objectives
• Audiences
• Messages
• Tools and activities
• Resources
• Timescales
• Evaluation and amendment
RAPID Programme Civil Society Partnerships Programme
Outcome Mapping: example
Donor Centre
National BT Policy
WHO
National NGO
International NGO
Bi/Multilateral
Inter/National Media
Friends Family
RAPID Programme Civil Society Partnerships Programme
• Action Planning: How CEF will take this work forward?
• Workshop Evaluation
RAPID Programme Civil Society Partnerships Programme
Further Information / Resources• ODI Working Papers • Bridging Research
and Policy Book• JID Special Issue• Meeting Reports• Tools for Impact • www.odi.org.uk/cspp• www.odi.org.uk/rapid
RAPID Programme Civil Society Partnerships Programme
Other sources of information:
Visit http://www.odi.org.uk/rapid
or e-mail [email protected] for a copy of the RAPID/CSPP CD-ROM
RAPID Programme Civil Society Partnerships Programme
Contact Details:
Naved Chowdhury – [email protected]
RAPID Programme, ODI www.odi.org.uk/rapid